Organisations that exhibit a high level of performance are led by managers who are committed to doing the right thing and to get the right things done.

To attain such a spirit of performances managers must:• exhibit high levels of integrity in their moral and ethical conduct• focus on results• build on strengths - ones own and others• meet at least the minimum requirement of the major stakeholder such as the customer, employees and stakeholders• lead beyond borders by meeting certain additional social needs that contribute to the common goal.

Committed managers possess integrity of character, have a vision for the purpose of their organisation, focus on opportunities and results, are change leaders, and follow the essential tasks, responsibilities and practices of management.

Our influence has less to do with our position or title than it does with the life we live. It's not about position, but production. It is not the education we get, but the empowerment we give, that makes a difference to others.

The key word is credibility. We gain credibility when our life matches our talk and when both add value to others. How are you doing when it comes to credibility? To find out, answer the following vital questions:

Consistency: Are you the same person no matter who's with you?Choices: Do you make decisions based on how they benefit you or others?Credit: Are you quick to recognise others for their efforts when you succeed?Character: Do you work harder at your image or your integrity?Credibility: Have you recognised that credibility is a victory, not a gift?

_ There are fundamental principles that inform and support the practices of leadership that were true 30 years ago, are true today and will be true 30 years from now. They speak to what the newest and youngest leaders need to appreciate and understand, and they speak just as meaningfully to the oldest leaders, who are perhaps repurposing themselves as they transition from their lengthy careers to other pursuits in volunteer, community or public sectors. They are truths that address what is real about leadership.

Here are 10 fundamental truths about leadership and becoming an effective leader:

1. The first truth is that You Make a Difference. It is the most fundamental truth of all. Before you can lead, you have to believe that you can have a positive impact on others. You have to believe in yourself. That’s where it all begins. Leadership begins when you believe you can make a difference.

2. The second truth is that Credibility Is the Foundation of Leadership. You have to believe in you, but others have to believe in you too. What does it take for others to believe in you? Short answer: credibility. If people don’t believe in you, they won’t willingly follow you.

3. The third truth is that Values Drive Commitment. People want to know what you stand for and believe in. They want to know what you value. And leaders need to know what others value if they are going to be able to forge alignments between personal values and organizational demands.

4. The fourth truth is that Focusing on the Future Sets Leaders Apart. The capacity to imagine and articulate exciting future possibilities is a defining competence of leaders. You have to take the long-term perspective. Gain insight from reviewing your past and develop outsight by looking around.

5. You Can’t Do It Alone is the fifth truth. Leadership is a team sport, and you need to engage others in the cause. What strengthens and sustains the relationship between leader and constituent is that leaders are obsessed with what is best for others, not what is best for themselves.

6. Trust Rules is the sixth truth. Trust is the social glue that holds individuals and groups together. And the level of trust others have in you will determine the amount of influence you have. You have to earn your constituents’ trust before they’ll be willing to trust you. That means you have to give trust before you can get trust.

7. The seventh truth is that Challenge Is the Crucible for Greatness. Exemplary leaders — the kind of leaders people want to follow — are always associated with changing the status quo. Great achievements don’t happen when you keep things the same. Change invariably involves challenge, and challenge tests you. It introduces you to yourself.

8. The eighth truth is that You Either Lead by Example or You Don’t Lead at All. Leaders have to keep their promises and become role models for the values and actions they espouse. You have to go first as a leader. You can’t ask others to do something you aren’t willing to do yourself.

9. The ninth truth is that the Best Leaders Are the Best Learners. Leaders are constant improvement fanatics, and learning is the master skill of leadership. Learning, however, takes time and attention, practice and feedback, along with good coaching. It also takes willingness on your part to ask for support.

10. The tenth truth is that Leadership Is an Affair of the Heart. Leaders make others feel important and are gracious in showing their appreciation. Love is the motivation that energizes leaders to give so much for others. You just won’t work hard enough to become great if you aren’t doing what you love.

These are enduring truths about leadership. You can gain mastery over the art and science of leadership by understanding them and attending to them in your workplace and everyday life.